Labor market information 201904- final LMIS presentation - arabic - english hassan elmeligy

1. Labor Market InformationSystem
‫العمل‬‫ق‬‫سو‬ ‫معلومات‬‫نظام‬
2019
‫ابريل‬
English /‫عربي‬
1

2. ‫المحتويات‬ ‫قائمة‬
Table of Contents •‫مقدمة‬
•‫هداف‬‫أ‬‫ل‬‫ا‬‫و‬ ‫العامة‬ ‫الرؤية‬
•‫النظام‬ ‫ية‬‫ر‬‫معام‬
•‫ليات‬‫أ‬‫ل‬‫ا‬‫و‬ ‫املكوانت‬
•‫ابلنظام‬ ‫املتعلقة‬ ‫بياانت‬‫ل‬‫ا‬
•‫لية‬‫و‬‫د‬ ‫اسات‬‫ر‬‫د‬
•‫تقيمي‬‫ل‬‫ا‬‫و‬ ‫املتابعة‬‫و‬ ‫ير‬‫ر‬‫التقا‬
•‫العمل‬ ‫خطة‬(‫نفيذ‬‫ت‬‫و‬ ‫تصممي‬‫و‬ ‫حتليل‬)
•‫العمل‬ ‫سوق‬ ‫ابة‬‫و‬‫لب‬ ‫مثال‬
• Introduction
• Vision & objectives
• Architecture
• Mechanism & components
• LMI Data
• International Best Practices
• Reports and evaluation
• Sample plan
• Sample Portal
2

3. ‫مقدمة‬
Introduction
•‫الو‬ ‫مت‬ ‫لية‬‫و‬‫ادل‬‫و‬ ‫احمللية‬ ‫اسات‬‫ر‬‫ادل‬ ‫من‬ ‫مجموعة‬ ‫مضن‬ ‫متعددة‬ ‫ومصادر‬ ‫اسات‬‫ر‬‫د‬ ‫من‬‫اىل‬ ‫صول‬
‫لالس‬ ‫اسرتشادي‬ ‫منوذج‬ ‫تصممي‬‫و‬ ‫العمل‬ ‫لسوق‬ ‫املبدئية‬ ‫تطلبات‬‫مل‬‫ا‬ ‫حتديد‬‫تخدام‬
This presentation is based on various studies local and international
where I have done most of it I referred to international best practices
for better use of LMI
3

4. ‫واألهداف‬ ‫العامة‬ ‫الرؤية‬
•‫ادارة‬ ‫نظام‬‫العمل‬ ‫سوق‬ ‫معلومات‬‫يتيح‬ ‫نظام‬ ‫هو‬‫تقيمي‬
‫يضا‬‫أ‬‫أ‬‫و‬ ‫الكيفية‬‫و‬ ‫المكية‬ ‫بياانت‬‫ل‬‫ا‬ ‫ومتابعة‬‫إحصائيات‬‫ل‬‫ا‬
‫العم‬ ‫سوق‬ ‫عن‬ ‫اذلكية‬ ‫او‬ ‫املتقدمة‬ ‫قتصادية‬‫آ‬‫ل‬‫ا‬‫وذكل‬ ‫ل‬
‫و‬ ‫ار‬‫ر‬‫الق‬ ‫اختاذ‬ ‫ىف‬ ‫املشاركة‬ ‫اف‬‫ر‬‫ط‬‫أ‬‫ل‬‫ا‬ ‫ملساعدة‬‫اجعة‬‫ر‬‫م‬
‫امل‬ ‫تساعد‬ ‫الىت‬ ‫ات‬‫ر‬‫اخليا‬‫و‬ ‫يجيات‬‫ت‬‫ا‬‫رت‬‫الاس‬‫ؤسسات‬
‫الق‬ ‫تساعد‬ ‫كام‬ ‫مؤهةل‬ ‫عامةل‬ ‫عىل‬ ‫احلصول‬ ‫ىف‬‫العامةل‬ ‫وى‬
‫تطلبات‬‫م‬‫و‬ ‫املهىن‬ ‫تقبلهم‬‫مس‬ ‫حتديد‬ ‫عىل‬‫يب‬‫ر‬‫التد‬
‫الا‬ ‫يق‬‫ر‬‫ط‬ ‫عن‬ ‫بة‬‫املناس‬ ‫الوظائف‬ ‫عن‬ ‫البحث‬‫و‬‫رشاد‬
‫املتاح‬ ‫يب‬‫ر‬‫التد‬‫و‬ ‫الوظيفى‬.
•‫امل‬ ‫ابملعلومات‬ ‫بتحليل‬ ‫النظام‬ ‫هيمت‬ ‫يضا‬‫أ‬‫أ‬‫نني‬‫ا‬‫و‬‫ابلق‬ ‫تعلقة‬
‫املتاحة‬ ‫ات‬‫ر‬‫والاستامث‬ ‫العمل‬ ‫اءات‬‫ر‬‫اج‬‫و‬.
• LMI/LMIS is the mechanism of linking supply with
demand and Labor Market signaling at an early
stage
• This will help policy makers make and take decision
in the market and education
• Also service provider to provide what kind of
training is require soft or vocational
• The LMI is affecting all the policies whether internal
job seekers, migration or information related to the
job such as salaries, work duration, work movement,
position changing ..etc.
4

5. T4E+ Trainingfor Employment
Training Employment
Econometrics
Labor
Market S
Predictions
Planning
Policies
Planning
Curricula
Analysis
Reporting
Surveys
Research
Actuals
Policy
Career
Guidance
Employee
Life Cycle
Employer
Jobs History
Labor
Policy
Impact on investment and new projects, starts, value chain and supply chain
5

6. ‫النظام‬ ‫معمارية‬-‫شمولي‬Architecture -
Web-Service
‫المواطن‬ ‫معلومات‬
Web-Service
‫الشركات‬ ‫معلومات‬
‫المؤسسات‬
‫الخدمات‬ ‫مقدمى‬
‫الوظائف‬ ‫عن‬ ‫الباحثين‬
‫الوظائف‬
‫التدريب‬
‫اإلرشاد‬
‫معلومات‬
‫احصائيات‬
‫المناهج‬
‫اإلجتماعى‬ ‫التواصل‬
Job-Boards
Job-Profile
6

7. ‫النظام‬‫ية‬‫ر‬‫معما‬Architecture--‫اد‬‫ر‬‫أف‬
Web-Service
‫المواطن‬ ‫معلومات‬
Web-Service
‫الشركات‬ ‫معلومات‬
‫الشركات‬
‫الخدمات‬ ‫مقدمى‬
‫الوظائف‬ ‫عن‬ ‫الباحثين‬
‫الوظائف‬
‫التدريب‬
‫اإلرشاد‬
‫معلومات‬
‫احصائيات‬
‫المناهج‬
‫اإلجتماعى‬ ‫التواصل‬
Job-Boards
Job-Profile
7

8. ‫النظام‬‫ية‬‫ر‬‫معما‬-‫مؤسسات‬Architecture-
Web-Service
‫المواطن‬ ‫معلومات‬
Web-Service
‫مؤسسات‬ ‫معلومات‬
‫المؤسسات‬
‫الخدمات‬ ‫مقدمى‬
‫الوظائف‬ ‫عن‬ ‫الباحثين‬
‫الوظائف‬
‫التدريب‬
‫اإلرشاد‬
‫معلومات‬
‫احصائيات‬
‫المناهج‬
‫اإلجتماعى‬ ‫التواصل‬
Job-Boards
Job-Profile
8

9. ‫النظام‬‫ية‬‫ر‬‫معما‬-‫اجتماعي‬ ‫تواصل‬Architecture-
Web-Service
‫المواطن‬ ‫معلومات‬
Web-Service
‫مؤسسات‬ ‫معلومات‬
‫المؤسسات‬
‫الخدمات‬ ‫مقدمى‬
‫الوظائف‬ ‫عن‬ ‫الباحثين‬
‫الوظائف‬
‫التدريب‬
‫اإلرشاد‬
‫معلومات‬
‫احصائيات‬
‫المناهج‬
‫اإلجتماعى‬ ‫التواصل‬
Job-Boards
Job-Profile
‫اإلجتماعى‬ ‫التواصل‬
‫وإصالح‬ ‫دعم‬ ‫مشروع‬
‫والتدريب‬ ‫الفني‬ ‫التعليم‬
‫المهنى‬
9

10. ‫األساسية‬ ‫واالستخدامات‬‫النظام‬ ‫اف‬‫ر‬‫أط‬
LMI Stakeholders andUsage
•‫ياسات‬‫الس‬ ‫صناع‬:‫لل‬ ‫الهامة‬ ‫ات‬‫ر‬‫للمها‬ ‫تطلبات‬‫مل‬‫ا‬ ‫عىل‬ ‫التعرف‬‫ىف‬ ‫مساعدة‬
‫بة‬‫و‬‫املطل‬ ‫ارد‬‫و‬‫امل‬ ‫املصادر‬ ‫وحتديد‬ ‫تخطيط‬‫ل‬‫ا‬
•‫يب‬‫ر‬‫التد‬ ‫اكز‬‫ر‬‫وم‬ ‫مؤسسات‬:‫املناجه‬ ‫اجعة‬‫ر‬‫وم‬ ‫يب‬‫ر‬‫التد‬ ‫امج‬‫ر‬‫ب‬ ‫جدوةل‬
‫بني‬‫ر‬‫املتد‬ ‫ارشاد‬ ‫اىل‬ ‫ابلضافة‬ ‫بني‬‫ر‬‫املد‬ ‫ات‬‫ر‬‫وهما‬ ‫وحمتوايهتا‬
•‫املؤسسات‬‫اكت‬‫رش‬‫ال‬‫و‬‫الوظائف‬ ‫طالبة‬:‫س‬ ‫ات‬‫ري‬‫تغ‬ ‫عىل‬ ‫التعرف‬‫العمل‬ ‫وق‬
‫املط‬ ‫بلية‬‫تق‬‫ملس‬‫ا‬ ‫ات‬‫ر‬‫املها‬ ‫مثل‬ ‫ات‬‫ري‬‫تغي‬‫ل‬‫ا‬ ‫لهذة‬ ‫تجابة‬‫والاس‬‫نقص‬‫و‬ ‫وجفوة‬ ‫بة‬‫و‬‫ل‬
‫ي‬‫ر‬‫التد‬ ‫لوايت‬‫و‬‫ا‬‫و‬ ‫بقيات‬‫س‬‫ا‬ ‫عىل‬ ‫التعرف‬ ‫كذكل‬ ‫بة‬‫ر‬‫املد‬ ‫العامةل‬‫ب‬.
•‫العامةل‬ ‫القوة‬:‫امل‬ ‫ات‬‫ر‬‫املها‬ ‫توايت‬‫ومس‬ ‫لوايت‬‫و‬‫ا‬ ‫حتديد‬ ‫او‬ ‫التعرف‬‫بة‬‫و‬‫طل‬
‫جور‬‫أ‬‫ل‬‫ا‬ ‫توقعات‬ ‫او‬ ‫اجتاهات‬‫و‬ ‫املتاحة‬ ‫الوظائف‬‫و‬
•‫املشاركة‬ ‫اف‬‫ر‬‫ط‬‫أ‬‫ل‬‫ا‬‫و‬ ‫احمليطة‬ ‫بيئة‬‫ل‬‫ا‬:‫مي‬ ‫مجعيات‬ ‫او‬ ‫نية‬‫د‬‫م‬ ‫متعات‬‫جم‬‫تسامه‬ ‫ان‬ ‫كن‬
‫الفئ‬ ‫لبعض‬ ‫معل‬ ‫فرص‬ ‫اجياد‬‫و‬ ‫يب‬‫ر‬‫التد‬ ‫تطلبات‬‫م‬ ‫حتديد‬ ‫ىف‬‫عىل‬ ‫همشة‬‫مل‬‫ا‬ ‫ات‬
‫املثال‬ ‫سبيل‬.
•‫يب‬‫ر‬‫التد‬ ‫حتت‬ ‫او‬ ‫جديدة‬ ‫اف‬‫ر‬‫ط‬‫أ‬‫أ‬:‫الوظي‬ ‫الارشاد‬ ‫تخدام‬‫اس‬ ‫ميكهنا‬‫ىف‬ ‫فى‬
‫الو‬ ‫او‬ ‫املتاحة‬ ‫للوظائف‬ ‫املناسب‬ ‫يب‬‫ر‬‫التد‬ ‫نوعية‬ ‫عىل‬ ‫التعرف‬‫املتاحة‬ ‫ظائف‬
‫احلالية‬ ‫ات‬‫ر‬‫للمها‬.
‫صناع‬
‫القرارات‬
‫والسياسات‬
‫التخطيط‬
‫مؤسسات‬
‫ومراكز‬
‫التدريب‬
‫القوة‬
‫العاملة‬
Job Seeking ‫المؤسسات‬
‫البيئة‬
‫المحيطة‬
‫عمل‬ ‫فرص‬ ‫ايجاد‬
‫أطراف‬
‫أخرى‬
Linkage with Education,
graduation, market
demand and job lifecycle
10

11. ‫النظام‬ ‫عمل‬‫منظومة‬
LMI Ecosystem
Job Seekers
Training Seekers
‫الوظائف‬ ‫عن‬ ‫الباحثين‬
Vocational Programs
Training Programs
Training Providers
‫التدريب‬
Employers
Industries
‫المؤسسات‬
Vacancies
‫الوظائف‬
‫المتاحة‬Career
Guidance
‫الوظيفى‬ ‫اآلرشاد‬
Patterns and
Profiles
‫متغيرة‬ ‫مؤشرات‬
LMIS Analysis – Industry Analysis – Jobs Analysis – Skills Analysis – Market & Industry
Service Providers
‫الخدمة‬ ‫مقدمى‬
Case Management
‫الحاالت‬ ‫ادارة‬
11

12. ‫والتحليل‬ ‫والطلب‬‫العرض‬
Demand/Supply
LMIS
‫االقتصا‬ ‫النظريات‬ ‫واختبار‬ ‫تحليل‬‫دية‬
‫ر‬ ‫في‬ ‫والمساعدة‬ ،‫ناحية‬ ‫من‬ ‫المختلفة‬‫سم‬
‫والتنبؤ‬ ‫القرارات‬ ‫واتخاذ‬ ‫السياسات‬‫بقيم‬
‫المستق‬ ‫في‬ ‫االقتصادية‬ ‫المتغيرات‬‫من‬ ‫بل‬
‫أخرى‬ ‫ناحية‬
• Employers
• Employees
• Seekers
• Researches
• Policy
• Strategy
• Service
Providers
• Students
• Career
• Job Lifecycle
12

13. ‫النظام‬ ‫فوائد‬
LMI Benefits
•‫القوىم‬ ‫توى‬‫املس‬ ‫وعىل‬ ‫املؤسسة‬ ‫توى‬‫مس‬ ‫عىل‬ ‫الشفافية‬ ‫زايدة‬
•‫يب‬‫ر‬‫التد‬‫و‬ ‫العمل‬ ‫سوق‬ ‫ىف‬ ‫الطلب‬‫و‬ ‫العرض‬ ‫عىل‬ ‫بط‬‫ر‬‫ال‬‫و‬ ‫الرتكزي‬‫املهىن‬
•‫مهن‬ ‫مايناسب‬ ‫اجياد‬‫و‬ ‫الوظيفية‬ ‫الطلبات‬‫و‬ ‫للعروض‬ ‫الوصول‬ ‫رسعة‬‫خالل‬ ‫من‬ ‫ا‬
‫وظائف‬ ‫عن‬ ‫الباحثني‬‫و‬ ‫ماهرة‬ ‫عامةل‬ ‫عن‬ ‫للباحثني‬ ‫يعة‬‫رس‬ ‫منظومة‬
•‫سوق‬ ‫طلبات‬ ‫عىل‬ ‫للتعرف‬ ‫املتاحة‬ ‫املصادر‬‫و‬ ‫املعلومات‬ ‫تخدام‬‫اس‬‫العمل‬
‫يب‬‫ر‬‫التد‬‫و‬
•‫وسطة‬ ‫او‬ ‫وسطاء‬ ‫دون‬ ‫الوظيفة‬ ‫حاةل‬ ‫عن‬ ‫التعرف‬‫و‬ ‫املبارش‬ ‫ادلخول‬
•‫الطلب‬‫و‬ ‫للعرض‬ ‫وقتية‬ ‫بياانت‬ ‫عىل‬ ‫احلصول‬
•‫يب‬‫ر‬‫التد‬ ‫احتياجات‬ ‫عىل‬ ‫يع‬‫رس‬‫ال‬ ‫التعرف‬
•‫الطلب‬‫و‬ ‫العرض‬ ‫عن‬ ‫توقعات‬‫و‬ ‫احصائيات‬ ‫عىل‬ ‫احلصول‬
• Transparency on national level
• Focus and demand but consider supply
for future education
• Centralize jobs demands
• Access job information and apply in rely
time
• Link education of required job to filter
the job if certain education certificate is
requited
13

14. ‫للنظام‬ ‫الرئيسية‬ ‫الوظائف‬
Main Functions
•‫و‬ ‫بة‬‫و‬‫املطل‬ ‫للوظائف‬ ‫الطلب‬‫و‬ ‫العرض‬ ‫اسلوب‬ ‫حتسني‬‫ات‬‫ر‬‫املها‬
‫الوظيفى‬ ‫الارشاد‬ ‫مبنظومة‬ ‫بطها‬‫ر‬ ‫مع‬ ‫املتاحة‬
•‫املطلوب‬ ‫يب‬‫ر‬‫التد‬‫و‬ ‫احلرف‬ ‫عن‬ ‫معلومات‬ ‫ااتحة‬ ‫او‬ ‫توفري‬‫حسب‬
‫خرى‬‫أ‬‫أ‬ ‫معايري‬ ‫نب‬‫ا‬‫جب‬ ‫املاكن‬‫و‬ ‫النوع‬
•‫و‬ ‫وظيفى‬ ‫ملف‬ ‫بناء‬ ‫ىف‬ ‫وظيفة‬ ‫عن‬ ‫الباحثني‬ ‫مساعدة‬‫ات‬‫ر‬‫املها‬ ‫منية‬‫ت‬
‫املتاحة‬ ‫للوظائف‬ ‫التقدم‬‫و‬ ‫البحث‬ ‫يق‬‫ر‬‫ط‬ ‫عن‬
•‫القوىم‬ ‫توى‬‫املس‬ ‫عىل‬ ‫ية‬‫ر‬‫الرضو‬ ‫املعلومات‬ ‫تقيمي‬‫و‬ ‫مجع‬‫للتعرف‬
‫ا‬‫ر‬‫م‬ ‫او‬ ‫حتديد‬ ‫مث‬ ‫ومن‬ ‫العمل‬ ‫سوق‬ ‫تياجات‬‫ح‬‫اب‬ ‫تنئب‬‫ل‬‫ا‬‫و‬‫جعة‬
‫املتعلقة‬ ‫ياسات‬‫الس‬
•‫احصائية‬‫و‬ ‫مقية‬‫ر‬ ‫بياانت‬
• Supply / Demand match and CGS
support
• Availing all related information for
training and education by location and
types
• Help researchers to create more papers
into the issue to improve the system
• National collection of data and
tweaking / auditing aligning it with
the national policy
• Econometrical data analyses
14

15. ‫الوظيفي‬‫شاد‬‫ر‬‫لإل‬ ‫تطبيقي‬‫مثال‬
CGS CareerGuidancePractical Example
Referenced from the GCS Model
‫تقي‬‫مي‬
‫فىن‬
‫ادارة‬
‫داء‬‫أ‬‫أ‬
‫قيادة‬
15

16. ‫املعرفة‬‫ة‬‫ر‬‫ادا‬‫نموذج‬
LMIS KnowledgeManagement
Domain Specific BP
‫عالقة‬ ‫ذات‬ ‫معل‬ ‫منظومات‬
Domain Specific BP
‫عالقة‬ ‫ذات‬ ‫معل‬ ‫منظومات‬
Domain Specific
Knowledge Base
Domain Specific
Knowledge Base
‫والبيانات‬ ‫والمستندات‬ ‫النماذج‬ ‫ادارة‬
Populate
Reference
Reference
Interface & Integrate
LMIS CGS Integration
Populate
16

17. ‫تطبيقى‬ ‫مثال‬
LMIS-3
Developed by Beta Research BR © beta-research.org
17

18. ‫تطبيقي‬ ‫مثال‬
‫العربية‬ ‫البوابة‬
18

19. ‫املتاحة‬‫ير‬‫ر‬‫للتقا‬ ‫أمثلة‬
19

20. ‫املحافظة‬ ‫حسب‬
20

21. ‫الصناعى‬ ‫القطاع‬ ‫حسب‬
21

22. ‫الشركة‬ ‫حسب‬
22

23. ‫بيانية‬ ‫تقارير‬
Charts
23

24. ‫دولية‬‫انات‬‫ر‬‫ومقا‬‫اسات‬‫ر‬‫د‬
InternationalBest Practices
• Driver for change for skill demand
• Overview of Quantitative and qualitative LMIS
• What are the available models
• Sample from other countries
24

25. Driversofchangefor Skills Demand
‫ق‬‫السو‬ ‫ومتغيرات‬‫ات‬‫ر‬‫املها‬
Skills
demand
Business strategy,
Competition
(e.g. growth of
high/low
Skills jobs)
Migration
Environmental
change
Demographic
change
Technology
change
Markets
Policy/regulation
Change
e.g. Change in
Priority sectors
‫دولية‬ ‫دراسات‬
‫السوق‬ ‫متغيرات‬
‫الدراسة‬ ‫تحت‬
25

26. Overview of Quantitative and Qualitative LMIS
Quantitative Qualitative
‫الاقت‬ ‫النظرايت‬ ‫اختبار‬‫و‬ ‫حتليل‬‫صادية‬
‫يف‬ ‫املساعدة‬‫و‬ ،‫انحية‬ ‫من‬ ‫اخملتلفة‬‫رمس‬
‫ات‬‫ر‬‫ا‬‫ر‬‫الق‬ ‫اختاذ‬‫و‬ ‫ياسات‬‫الس‬‫تنب‬‫ل‬‫ا‬‫و‬‫ؤ‬‫بقمي‬
‫املس‬ ‫يف‬ ‫الاقتصادية‬ ‫ات‬‫ري‬‫املتغ‬‫من‬ ‫تقبل‬
‫خرى‬‫أ‬‫أ‬ ‫انحية‬
26

27. LMIS: Quantitative
and Qualitative
Approaches
LEVELOFACURACY
COMPLEXITY AND RESOURCE REQUIREMENT 27

28. Quantitative Approaches to Labor Market Information
SimplestMostComplex
LEVELOFCOMPLEXITY
More specific,
enterprise
level data
Limited to
sectors,
costly
Specific skills
needs of
enterprises
Expertise in
specialized
methods
Consistent
overview and
forecast
Data
dependent,
Costly, Time
consuming
Projections of
demand
&supply by
occupation/
industry
Expertise in
econo-
metrics,LFS
data
Simple, Easy
to do and
update
Data
dependent
Difficult to
interpret
General
trends in skills
demand and
supply
Statistical
knowledge
Time series
Source:
Sparreboom and Powell, Labor Market information and analysis for skills development, ILO Employment Trends Unit
28

29. little cost,
readily
available
data
#of
enterprises,
employed,
unemployed
Limited to
available
data
Man hours for
collation,
admin data
Gives insight
into
changing
demand
Limited
coverage,
resource
intensive
Newspaper
accounts
List of skills
demand
based on
vacancies
SimplestMostComplex
LEVELOFCOMPLEXITY
Source:
Sparreboom and Powell, Labor Market information and analysis for skills development, ILO Employment Trends Unit
Quantitative Approaches to Labor Market Information
29

30. Qualitative Approaches to Labor Market Information
SimplestMostComplex
LEVELOFCOMPLEXITY
More specific
information
vis D&S
factors
Subject
specific/
qualitative
D&S factors
Expertise in
specialized
studies
Partial view,
costly
Source:
Sparreboom and Powell, Labor Market information and analysis for skills development, ILO Employment Trends Unit
Comprehen-
sive vis sector
D&S factors
Sector
specific data
on demand
and supply
Expertise in
quantitative/
qualitative
analysis
Limited
scope, partial
view, costly if
for all sectors
D&S data with
context/
qualitative
factors
Participatory
Forum for
discussion
Individuals
might
dominate
Regular
forum
discussion
30

31. Is there a perfect model for anticipating
skilldemands?
Econometric
modeling
Job opportunity index Enterprise survey
SignalingUse of admin data
Special studies Sector studies
Stakeholder driven
forum
‫دراسات‬
‫دولية‬
‫املطلوبة‬‫ات‬‫ر‬‫املها‬‫لتحديد‬‫جيد‬‫نموذج‬‫يوجد‬ ‫هل‬
‫؟؟‬‫مقدما‬‫وتحليل‬ ‫اسات‬‫ر‬‫د‬
‫القطاع‬
‫اإلحصائيات‬
‫ات‬‫ر‬‫املؤش‬
‫البيانات‬
‫املعدالت‬ ‫مثل‬‫ات‬‫ر‬‫اإلشا‬
‫الشركات‬‫ج‬‫و‬‫خر‬‫على‬‫ة‬‫ر‬‫إشا‬
31

32. • Econometric modeling to
project future labor demand
on a national level by industry
and occupation
• Annual LFS and employee
surveys
• Each state conducts LMIA.
Econometric
modeling
Job opportunity index Enterprise survey
SignalingUse of admin data
Special studies Sector studies
Stakeholder driven
forum
Occupational Projections National
Employment Average Annual Openings
SOC
Code
Occupation Est 2008 Proj 2018 Change Growth Replce Total
41-
1011
First-Line
Supervisors/Managers of
Retail Sales Workers
1,685,500 1,773,900 5.2% 8,840 36,170 45,010
41-
1012
First-Line
Supervisors/Managers of
Non-Retail Sales Workers
506,800 531,200 4.8% 2,440 10,510 12,950
41-
2011
Cashiers 3,550,000 3,675,500 3.5% 12,550 159,440 171,990
US LMI Model
‫دراسات‬
‫دولية‬
32

33. Okun's law representing the relationship between GDP growth and the unemployment
rate. The fitted line is found using regression analysis.
33

34. • The Skills Development Planning Unit (SDPU) conducts quarterly monitoring reports
on skills supply and the outcomes of training
• Sector Education and Training Authorities (SETAs) conduct sector studies and
stakeholder consultations
• The SDPU also now developing an econometric model for employment projections
The South African LMI Model
Econometric modeling
Job opportunity index Enterprise survey
SignalingUse of admin data
Special studies Sector studies
Stakeholder driven
forum
• The Human Sciences
Research Council (HSRC)
conducts labor market
studies covering priority
sectors utilising employer
surveys
• HSRC conducts semi-annual
LFS and enterprise-based
manpower surveys
‫دراسات‬
‫دولية‬
34

35. Sri Lanka LMI Model
Econometric modeling
Job opportunity index Enterprise survey
SignalingUse of admin data
Special studies Sector studies
Stakeholder driven
forum
• Occasional sector studies, e.g.: RMG, provide information on enterprise
characteristics and distribution and an overview of government policies related to
the sector
• TVEC collects and publishes statistics on training, training providers and labor
market data, including job vacancies, based largely on administrative data
• Occasional tracer studies
• Job vacancies
collected from
newspapers as well as
published through Jobs
Net
• Annual labor force
surveys since 1992
‫دراسات‬
‫دولية‬
‫من‬ ‫املعلومات‬‫جمع‬ ‫يتم‬
‫املصادر‬‫جميع‬
35

36. Sample output
1. Total number of employed people, 2009/10 3
2. Total number of unemployed people, 2009/10 4
3. Unemployment level by age group, 2009/10 6
4. Ordinary unemployment claimants by age group, 2009/ 10 8
5. Educational level of ordinary unemployment claimants: April 2009 to March 2010 9
6. Reasons for termination in commercial employment: 2007/08 to 2009/10 10
7. Growth in the number of commercial employees: April 2009 to March 2010 11
8. Growth in the number of domestic employees: April 2009 to March 2010 11
9. Total number of job vacancies in the financial year 2009/10 13
10. Distribution of vacancies per provincial office 14
11. Quarterly number of vacancies by occupational group 15
12. Quarterly number of vacancies in managerial occupational group 16
13. Quarterly number of vacancies in managerial occupational group per provincial office 16
14. Quarterly number of vacancies in professional occupational group 17
15. Quarterly number of vacancies in professional occupational group per provincial office 18
16. Quarterly number of vacancies in clerical and administrative occupational group 18
17. Quarterly number of vacancies in technicians’ occupational group
36

37. ‫العمل‬ ‫خطة‬
Project Plan
‫الهدف‬‫في‬‫االختالف‬‫النهائ‬‫ى‬
37

38. ‫العمل‬ ‫خطة‬
Considerations
•‫بقيات‬‫س‬‫أ‬‫ل‬‫ا‬‫و‬ ‫بة‬‫و‬‫املطل‬ ‫املعلومات‬ ‫توضيح‬
•‫تياجا‬‫ح‬‫آ‬‫ل‬‫ا‬ ‫مع‬ ‫القصري‬ ‫املدى‬ ‫عىل‬ ‫احملصةل‬ ‫املعلومات‬ ‫ازن‬‫و‬‫ت‬‫و‬ ‫بط‬‫ر‬‫يطية‬‫لتخط‬‫ا‬ ‫ت‬
‫تخطيط‬‫ل‬‫ا‬ ‫ىف‬ ‫للمساعدة‬ ‫بعيد‬‫ل‬‫ا‬ ‫املدى‬ ‫عىل‬
•‫ومصادرها‬ ‫املوجود‬ ‫املعلومات‬ ‫مصادر‬ ‫مع‬ ‫الاحصائيات‬ ‫دقة‬ ‫بط‬‫ر‬
•‫الطرق‬ ‫دمج‬-‫الكيفية‬‫و‬ ‫المكية‬ ‫بياانت‬‫ل‬‫ا‬
•‫للنظام‬ ‫املؤسىس‬ ‫الشلك‬ ‫تبار‬‫ع‬‫آ‬‫ل‬‫ا‬ ‫ىف‬ ‫خذ‬‫أ‬‫ل‬‫ا‬
•‫قياىس‬ ‫نيف‬‫تص‬ ‫عىل‬ ‫بناء‬ ‫بياانت‬‫ل‬‫ا‬ ‫توصيف‬ISCO-08‫معل‬ ‫عىل‬ ‫يساعد‬
‫ماكن‬‫أ‬‫ل‬‫ا‬‫و‬ ‫الصناعات‬ ‫بني‬ ‫املتابعة‬‫و‬ ‫اانت‬‫ر‬‫املقا‬also SOC
•‫الوظائف‬‫و‬ ‫العمل‬ ‫ات‬‫ر‬‫ملها‬ ‫دوىل‬ ‫نيف‬‫تص‬ ‫تخدام‬‫اس‬NQF
•http://en.wikipedia.org/wiki/National_Qualifications_Fra
mework
• Information management and priority setting
• Planning of information gathering and short-term objectives
• Lining of accurate statistics with the available information and
sources
• Merging of research methodologies ad outcome
• Consideration of in situational setup
• Codification of the Labor Market Jobs per country lining if
not the same with the other international codes
• Use of national qualification framework
38

39. ‫دولية‬‫ات‬‫ر‬‫اعتبا‬
International Consideration
•‫ا‬ ‫عىل‬ ‫تنعكس‬ ‫خمتلفة‬ ‫ية‬‫مؤسس‬ ‫ات‬‫ر‬‫تبا‬‫ع‬‫ا‬ ‫دوةل‬ ‫لك‬ ‫متثل‬‫بياانت‬‫ل‬
‫تخدمة‬‫املس‬ ‫خيية‬‫ر‬‫التا‬
•‫تياج‬‫ح‬‫ا‬ ‫عىل‬ ‫للتعرف‬ ‫املؤسىس‬ ‫بناء‬‫ل‬‫ا‬ ‫ية‬‫و‬‫تق‬ ‫عىل‬ ‫العمل‬‫هيل‬‫أ‬‫أ‬‫الت‬ ‫ات‬
‫دلوةل‬ ‫لساسة‬ ‫طبقا‬ ‫املهىن‬
•‫لوايت‬‫و‬‫أ‬‫ل‬‫ا‬ ‫لتحديد‬ ‫القطاعى‬ ‫املنظور‬ ‫عىل‬ ‫الرتكزي‬(‫مجل‬ ‫لية‬‫أ‬‫أ‬‫املعلومات‬ ‫ع‬)
•‫العال‬ ‫لقياس‬ ‫ساس‬‫أ‬‫ك‬ ‫ات‬‫ر‬‫املها‬‫و‬ ‫العمل‬ ‫سوق‬ ‫نتاجئ‬ ‫تخدام‬‫اس‬‫مع‬ ‫قة‬
‫ل‬‫ا‬ ‫هذة‬ ‫تقيمي‬‫و‬ ‫ومتابعة‬ ‫املهىن‬ ‫يب‬‫ر‬‫التد‬‫و‬ ‫هيل‬‫أ‬‫أ‬‫الت‬ ‫امج‬‫ر‬‫ب‬‫ار‬‫ر‬‫مت‬‫س‬‫اب‬ ‫نتاجئ‬
• Circumstances differs from country to another
however the approach and objectives should be the
same
• Sectorial approach is common as long as it is unified
in the end
• Measuring the performance of the LMI and the
quality of integration is a key success factor
• Quality and continuous improvement is cannot be
skipped including auditing which means you have to
have a quality and auditing officer
• Reporting online and all the time accepting feedback
means you are in your correct road.
39

40. ‫الخالصة‬
Summary
•‫كب‬‫ر‬‫م‬ ‫نظام‬ ‫هو‬ ‫املتاكمل‬ ‫العمل‬ ‫سوق‬ ‫معلومات‬ ‫نظام‬(‫يط‬‫بس‬ ‫غري‬)‫ف‬ ‫متد‬‫يع‬‫ول‬‫عىل‬ ‫قط‬
‫يمت‬ ‫الىت‬ ‫املعايري‬ ‫من‬ ‫عدد‬ ‫عىل‬ ‫لكن‬‫و‬ ‫بياانت‬‫ل‬‫ا‬‫و‬ ‫لوجية‬‫و‬‫تكن‬‫ل‬‫ا‬ ‫ات‬‫و‬‫د‬‫أ‬‫ل‬‫ا‬ ‫جودة‬‫علهيا‬ ‫احلصول‬
‫بيق‬‫لتط‬‫ا‬ ‫ىف‬ ‫البدء‬ ‫قبل‬
•‫ضعف‬ ‫نقاط‬‫و‬ ‫قوة‬ ‫عنارص‬ ‫لها‬ ‫يقة‬‫ر‬‫ط‬ ‫ولك‬ ‫نفيذ‬‫لت‬‫ا‬ ‫ىف‬ ‫للبدء‬ ‫طرق‬ ‫عدة‬ ‫هناك‬
•‫النظام‬ ‫جناح‬ ‫عنارص‬ ‫مه‬‫أ‬‫أ‬ ‫من‬ ‫الاكمل‬ ‫تخطيط‬‫ل‬‫ا‬‫و‬ ‫املؤسىس‬ ‫بناء‬‫ل‬‫ا‬
•‫د‬ ‫جيب‬ ‫الىت‬ ‫املعايري‬ ‫مه‬‫أ‬‫أ‬ ‫من‬ ‫بياانت‬‫ل‬‫ا‬ ‫ية‬‫ر‬‫ومعام‬ ‫وجودة‬ ‫مصادر‬ ‫عىل‬ ‫التعرف‬‫اول‬ ‫هتا‬‫اس‬‫ر‬
•‫الوظيفى‬‫و‬ ‫القطاعى‬ ‫توى‬‫املس‬ ‫عىل‬ ‫تياجات‬‫ح‬‫الا‬ ‫ماىه‬
•‫ما‬ ‫ماكن‬ ‫من‬ ‫البدء‬ ‫من‬ ‫لبد‬–‫يال‬‫و‬‫ط‬ ‫نتظار‬‫الا‬ ‫او‬
• There are also other approaches in architecting,
design and improving current LMI on the national
level but for a greater benefits which is in the end
combines the final work.
• This could be based on Value chain and supply
chain network
• Investment required and available natural
resources
• Education esp. vocational and road map to
graduation and employment
• Supply and sector based LMO
40

41. ‫البيانات‬ ‫قواعد‬
Databases not tables
Job
Seeker
Vacancy
Training
Skill
Curricula
Organizat
ion
Service
provider
Training
schedule
More
DBs
t1
t2
t3
‫بيانات‬‫اكز‬‫ر‬‫وم‬ ‫قواعد‬
‫عمل‬ ‫عن‬‫ن‬‫الباحثو‬
‫الوظائف‬
‫املؤسسات‬
‫يب‬‫ر‬‫التد‬
‫ات‬‫ر‬‫املها‬
‫يب‬‫ر‬‫التد‬ ‫املناهج‬
‫الخدمات‬ ‫مقدمي‬
‫ى‬‫أخر‬‫اكز‬‫ر‬‫م‬‫مع‬ ‫الربط‬
41
Other DB

42. Contact for more information
• LMIS
• h.Meligy@beta-research.org
42

43. Working Teamand references
Reverences & Sources
- ERF
- CAPMAS
- ILO
- TVET Phase I
- Other sources in slides
43